Hotel Frontline Employees Emotional Labor Research

According to hotel requirements, hotel staff should serve clients with certain emotion. That is to say, they should undertake emotional labor, which adds emotional value on hotel products and induces loyal clients. However, staff's emotion expressing process—exterior behaviors and interior behaviors are affected by both organizational factors and personal factors. Long term emotional labor will cause exhaustion and greatly affect working satisfaction, which is apt to engender demission.This research samples 300 hotel employees as subjects and undertakes correlation analysis and other general statistic research by questionnaires. The conclusions are as follows:Conclusion 1: While working, hotel staff's frequency of two levels emotional labor expressing is both very high.Conclusion 2: The former cause variables which only take effect on exterior behaviors are self-determination at work, gender and education. Variables that only affect interior behaviors are supervisors and colleagues'support. Variables that affect both exterior and interior behaviors are age, marital status, position, income level and working time.Conclusion 3: The higher the frequency of exterior behaviors is, the higher the degree of external satisfaction comes into being. The higher the frequency of interior behaviors is, the higher the degree of staff working satisfaction appears. The employees who are able to use exterior behaviors and interior behaviors have lower demission tendency. Contrarily, those who can't correctly express their laboring emotion have higher demission tendency. Interior behaviors affect staff demission tendency to more extent.Aiming to survey results, the essay makes staff emotional labor administration suggestions for hotels: to definitude emotional labor duties, to recruit employees adapting to emotional labor, to start emotional labor training and to set emotional labor goal in performance administration.